Coaching and mentoring are often seen as ways to help others grow—but what if the transformation goes both ways? Over the past decade, I’ve discovered that every coaching conversation, every mentoring session, is as much a learning experience for me as it is for my clients. One of the most profound realizations I’ve had is that growth is mutual.

The brain is the one neutralizer—everybody has one and If you’re not working with the brain, you’re working against it.

We want our clients “to discover for themselves…” In other words, we want them to become “aware of.”

How comfortable do you feel five minutes before a coaching session? How do you feel if it doesn’t go as planned? Are you comfortable enough to invite ALL of your friends and colleagues to experience a coaching session with you?

Many practitioners struggle with the eighth ICF Core Competency, which calls on them to “create awareness.”

Many a times, I have observed that the coaches stay so much in boundaries of their own that they are excellent at all the competencies of being a coach; however, they miss the emotional connection which can bring acceptance to the client.

This article describes an action research study which examined the effectiveness of professional coaching relationships as a means to create greater leadership capacity among emergency medical services (EMS) leaders in Canada.

In order to leverage executive coaching and double loop learning, we’ll have to focus on more than just behavior.

Coaching is one of the most requested professional development methods of corporate leaders. In a 2001 study by the Corporate Leadership Council coaching was the 5th most requested method for development. In a more recent study by Ninth House, 95% of all the Fortune 500 firms that participated in the study utilize external executive coaches as a part of their …